ARCHIVED - RPP 2007-2008
Economic Development Agency of Canada for the Regions of Quebec

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3 Analysis of Program Activities by Strategic Outcome

The goal of this section is to present the Agency's overall intervention on the basis of its Program Activity Architecture (PAA).

The PAA is the basic structure which enables the Agency to allocate its resources to its different programs and activities, then to manage them in order to obtain the targeted outcomes.

To be in a position to meet the current and future challenges of Quebec's regions, the Agency has set up a new PAA, meaning it will be able to fulfil its mission and mandate on the basis of its strategic directions. The Agency has chosen to intervene with respect to three strategic outcomes:

• Vitality of communities
• Competitiveness of SMEs and regions
• Policy, representation and cooperation.

3.1 Strategic outcome #1: Vitality of communities

Vitality of communities is in line with improvement in Quebecers' quality of life. It enables Quebec communities to be dynamic in order to enjoy a better socio-economic outlook and maintain and develop their economic activity base.

	Financial and human resources (in $ thousands and FTEs1)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #1: Vitality of communities				Priority #1
Grants and contributions	245,280	103,398	89,529
Operations2	25,757	25,194	24,537
Total	271,037	128,592	114,066
Full-time equivalent	218	215	208

Planned intermediate outcomes
DEVELOPMENT OF COMMUNITIES	INFRASTRUCTURE	SPECIAL INTERVENTION MEASURES
Communities pursue a vision of development and implementation of initiatives arising from it. Target groups participate in regional development initiatives and structures. Entrepreneurs carry out their enterprise projects. Enterprises contribute to communities' maintenance and economic growth. Communities are recognized for their distinctive character, brand image or outreach.	Municipalities have quality drinking water available. Cities and municipalities benefit from safe transportation infrastructure and contribute to reducing congestion and pollution. Maintenance and renewal of assets improve communities' economic activity base.	Adjustment facilitates the appearance of development and diversification opportunities in communities affected by the disappearance of major sources of employment. The programs and initiatives put in place make it possible to manage economic crises associated with natural disasters.

Notes:
1 The variation in FTEs is explained under each program activity.
2 Including salaries and fringe benefits.

3.1.1 Program activity: Development of communities

A community's vitality depends on its ability to develop, grow and thrive from its own assets, consisting of different types of capital, in particular human, social and cultural.

The goals of this program activity are as follows:

• Collective capital: foster the development of collective capital through the establishment of visions, development and diversification plans, local development and integration of groups marginalized in development in order to increase local mobilization, thus contributing to enhanced capability to take charge of development.
  
  
• Entrepreneurship: support communities so they take charge of their own development through entrepreneurship and the emergence, development or maintenance of viable enterprises of local or regional scope in order to enrich the entrepreneurial fabric, thus contributing to increasing the number and quality of enterprises and entrepreneurs.
  
  
• Attractive communities: increase attraction capability through tourism outreach and the presence of assets raising communities' profile in order to attract tourists and attract and retain skilled individuals and international organizations, thus contributing to increased dynamism and prosperity.

	Financial and human resources (in $ thousands and FTEs)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #1: Vitality of communities				Priority #1
Program Activity #1: Development of communities
Grants and contributions	140,949	100,695	86,866
Operations1	21,910	21,994	21,742
Total	162,859	122,689	108,608
Full-time equivalent2	188	188	185

Planned immediate outcomes
COLLECTIVE CAPITAL	ENTREPRENEURSHIP	ATTRACTIVE COMMUNITIES
Development stakeholders work together on specific development issues within their communities. Development stakeholders have a vision and plans for development and diversification. Development stakeholders are committed to implementing growth-generating local and regional development initiatives. Development initiatives and projects are implemented in communities. Target groups are part of networks contributing to local and regional development. Networks benefit from resources aimed at improving their ability to integrate target groups.	Individuals wishing to start up in business benefit from support better geared toward entrepreneurship. SMEs of local and regional scope are created, developed and consolidated.	Tourism stakeholders share a common vision in terms of development and commercialization of their offering. Communities have new tourism products. Communities have an improved, structured or commercialized tourism offering. Communities have assets with attraction potential as part of a planned and shared approach. Communities benefit from conditions that foster their overall development.

Notes:
1 Operating expenses and the number of FTEs remain steady despite the decrease in grants and contributions expenditures, as a result of some major projects (e.g., Québec's 400th anniversary celebrations).
2 Including salaries and fringe benefits.

3.1.2 Program activity: Infrastructure

The quality of community infrastructure has an impact on Canadians' quality of life. Quality infrastructure enables communities to attract and retain organizations and individuals that will secure their economic and social future. It also makes the movement of people and goods more efficient and safer.

In this spirit, the Government of Canada announced back in 2000 the creation of several infrastructure support programs and, among other things, it signed an agreement with the Government of Quebec in October 2000 for implementation of the Infrastructure Canada Program (ICP), namely, the Canada-Quebec Infrastructure Program Agreement. In July 2005, this agreement was amended to postpone the expiration date for the ICP and incorporate into it the implementation of a new program, the Municipal Rural Infrastructure Fund (MRIF). Further to that, the Agency was given the special mandate of managing these two programs in Quebec. In the case of the ICP, the Agency is fully responsible for management of the program. As to the MRIF, the Agency acts as the agent for the Department of Transport, Infrastructure and Communities, which has responsibility for the fund.

The ICP targets the renovation, replacement or construction of infrastructure, and has three components:

• Component 1: Drinking water and wastewater infrastructure
• Component 2: Local transportation infrastructure
• Component 3: Projects with urban or regional economic impact.

	Financial and human resources (in $ thousands and FTEs1)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #1: Vitality of communities
Program Activity #2: Infrastructure
Grants and contributions	97,358	—	—
Operations2	2,743	2,507	2,095
Total	100,101	2,507	2,095
Full-time equivalent	21	21	17

Planned immediate outcomes
DRINKING WATER AND WASTE WATER INFRASTRUCTURE	LOCAL TRANSPORTATION INFRASTRUCTURE	PROJECTS WITH URBAN OR REGIONAL ECONOMIC IMPACT
Municipalities have quality drinking water available.	Cities and municipalities benefit from safe transportation infrastructure and contribute to reducing congestion and pollution.	Maintenance and renewal of assets improve communities' economic activity base.

Notes:
1 The number of FTEs and planned operating expenses concern management of the MRIF. The Agency acts as the agent for the Department of Transport, Infrastructure and Communities, which has responsibility for the fund.
2. Including salaries and fringe benefits.

3.1.3 Program activity: Special intervention measures

The Agency has a program activity whereby it can come to the assistance of communities or regions facing significant economic shocks, such as the closing of plants in an industrial sector, or natural disasters (flooding in the Saguenay, ice storm in Montréal and Montérégie). In those situations, in the event of additional dedicated funding from the Government of Canada, the Agency temporarily puts special adjustment measures in place enabling communities to support their economic activity and initiate action to help them regain economic balance or stability.

At present, the Agency is responsible for delivery of the CANtex component of the Canadian Apparel and Textile Industries Program (CATIP). The goal of CANtex is to support initiatives to raise the productivity and competitiveness of textile firms.

	Financial and human resources (in $ thousands and FTEs)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #1: Vitality of communities
Program Activity #3: Special intervention measures
Grants and contributions	6,973	2,703	2,663
Operations1	1,105	693	700
Total	8,078	3,396	3,363
Full-time equivalent	10	6	6

Planned immediate outcomes
COMMUNITIES' ADJUSTMENT TO ECONOMIC SHOCKS	COMMUNITIES' ADJUSTMENT TO NATURAL DISASTERS
Adjustment facilitates the appearance of development and diversification opportunities in communities affected by the disappearance of major sources of employment.	The programs and initiatives put in place make it possible to manage economic crises associated with natural disasters.

Note:
1 Including salaries and fringe benefits.

3.2 Strategic outcome #2: Competitiveness of SMEs and regions

The second strategic outcome, Competitiveness of SMEs and regions, aims for the Agency's intervention regarding competitiveness to lead to the development of strategic skills, networks, innovation and knowledge, and the advent of investment so that conditions favouring sustainable growth and the competitive positioning of regions and SMEs are reinforced.

	Financial and human resources (in $ thousands and FTEs)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #2: Competitiveness of SMEs and regions
Grants and contributions	101,062	94,435	97,390	Priority #2
Operations1	16,013	16,120	16,120
Total	117,075	110,555	113,510
Full-time equivalent	138	139	139

Planned intermediate outcomes
COMPETITIVENESS OF SMEs	COMPETITIVENESS OF REGIONS
Supported enterprises use their strategic skills. Products and services stemming from R&D are commercialized. Clusters are better structured. New enterprises and investment in strategic capital assets consolidate regions' economic base.	Technological and commercial alliances are formed between knowledge players and enterprises. The innovation commercialization process generates economic and social spinoffs in the medium and long term. Competitive regions attract foreign investment, particularly in high value-added niches. Quebec regions' locational factors are recognized.

Note:
1 Including salaries and fringe benefits.

3.2.1 Program activity: Competitiveness of enterprises (SMEs)

In the context of globalization, knowledge intensity, the proximity of the United States and the rise of countries with lower labour costs, the Agency intends to stimulate SMEs' growth and competitiveness so as to increase productivity, earned income and the number of jobs in the regions. To that end, it has chosen:

• for SMEs that have innovation potential or are highly innovative: to foster an increase in strategic skills with respect to management, innovation, adoption of advanced technology, market development, and integration with globalized production chains; foster support for organizations dedicated to improving SMEs' strategic skills; and facilitate the structuring of clusters in order to enhance SMEs' performance and facilitate their adjustment
  
  
• to support the establishment and first expansion phases of enterprises in economic activities deemed strategic for a region's development.

Definitions Locational factors Major presence of a skilled workforce, research excellence and proximity to markets. Potentially innovative SME An enterprise in the primary, manufacturing or service sector that has introduced innovative processes or products. An enterprise with innovation potential generally invests less than 3% of its sales in R&D. Highly innovative SME An enterprise in which technology plays a key role. A highly innovative enterprise generally invests over 3% of its sales in formal R&D activities, often on an ongoing basis.

	Financial and human resources (in $ thousands and FTEs)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #2: Competitiveness of SMEs and regions
Program Activity #1: Competitiveness of enterprises (SMEs)
Grants and contributions	63,037	56,663	58,433	Priority #2
Operations1	9,540	9,605	9,605
Total	72,577	66,268	68,038
Full-time equivalent	82	83	83

 

Planned immediate outcomes
ENTERPRISES' SKILLS	STRATEGIC ENTERPRISES
Enterprises are committed to a strategic skills improvement process. Enterprises have better strategic skills for commercializing products and services resulting from R&D. Enterprises enjoy an effective service offering which contributes to improving their strategic skills. New highly innovative SMEs are created. Clusters have a vision and a structuring plan to resolve common issues.	Technological enterprises are established in emerging sectors. Strategic capital assets have a ripple effect on the activities of a region's SMEs.

Note:
1 Including salaries and fringe benefits.

3.2.2 Program activity: Competitive positioning of regions

Concerning the Competitive positioning of regions program activity, the Agency intends to improve the regions' international competitiveness by enhancing their knowledge and competitive advantages on the international stage. It has chosen to:

• develop and consolidate regional competitiveness poles and national- and international-calibre poles of excellence; to achieve this, the Agency intends to foster innovation and networking of knowledge players, sustain development of a critical mass of knowledge and support technology enhancement and transfer
  
  
• enhance the international competitiveness of Quebec regions; to that end, the Agency plans to favour the integrated promotion of locational factors, attraction of foreign direct investment and reinvestment by foreign enterprises already established in Quebec.

	Financial and human resources (in $ thousands and FTEs)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #2: Competitiveness of SMEs and regions
Program Activity #2: Competitive positioning of regions
Grants and contributions	38,025	37,772	38,957
Operations1	6,472	6,515	6,515
Total	44,497	44,287	45,472
Full-time equivalent	56	56	56

Planned immediate outcomes
COMPETITIVENESS POLES	INTERNATIONAL PROMOTION OF REGIONS
Presence of a mass of knowledge in recognized sectors or clusters. Knowledge players have the necessary strategic skills to develop, commercialize their knowledge, work with fund providers, governments and enterprises, and integrate within national and international networks. Research and transfer institutions follow an approach anchored in industry's needs.	Strategic plans to penetrate markets are drawn up in consultation with partners and implemented. International promotion efforts are more concerted and tie in with an integrated approach that raises Quebec's profile. The offering is integrated (i.e., the way in which locational factors are promoted is integrated with a more comprehensive presentation enhancing foreign firms' choice).

Note:
1 Including salaries and fringe benefits.

3.3 Strategic outcome #3: Policy, representation and cooperation

The Agency's efforts in policy development, representation and cooperation will enable Quebec's regions and communities to benefit from federal policies, programs and initiatives that reflect national priorities and the realities of Quebec's regions, and will help reinforce the consistency and added value of federal action regarding regional development.

3.3.1 Program activity: Policies, programs and initiatives

The purpose of this program activity is to strengthen the Agency's ability to develop or help formulate policies, programs and initiatives to better meet the needs of Quebec's regions and to improve federal regional development activities in Quebec, notably by generating and disseminating regional and economic development knowledge useful for development stakeholders. The latter use this knowledge to act on development and actively participate in an ongoing dialogue on regional and economic development issues and problems.

	Financial and human resources (in $ thousands and FTEs1)
	2007-2008	2008-2009	2009-2010	Contributes to priority
Strategic outcome #3: Policy, representation and cooperation
Program Activity #1: Policies, programs and initiatives
Grants and contributions2	500	950	950	Priority #3
Operations3	6,087	6,096	6,096
Total	6,587	7,046	7,046
Full-time equivalent	53	53	53

Planned immediate outcomes
RESEARCH AND STRATEGIC ANALYSIS	REPRESENTATION AND INFLUENCE	COOPERATION AND COLLABORATION
Knowledge is produced for economic and regional development stakeholders. This new knowledge is transferred. Development experts and organizations decide to work together in networks.	The realities of Quebec's regions are reflected in the government decision-making process. Quebec communities and regions are sensitized to federal priorities and action in Quebec.	The Agency has developed collaborative action with federal government bodies and development stakeholders. The Agency has explored cooperative action with non federal government organizations.

Notes:
1 The number of FTEs and planned operating expenditures include, in addition to management of grants and contributions projects, activities involving consultation, guidance, and transfer and sharing of knowledge generated by research, representation and influence activities, and cooperative and collaborative activities.
2 This grants and contributions budget is set aside solely for Research and strategic analysis.
3 Including salaries and fringe benefits.

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